Final_LS360_Report_8_6_09

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Lee’s Summit 360°:
Charting Tomorrow
August 6, 2009
Table of Contents
FORWARD 3
LETTER FROM THE CO-CHAIRPERSONS 5
PROCESS DESCRIPTION & MILESTONES 6
INTRODUCTION 8
VISION STATEMENT 10
KEY PERFORMANCE AREAS 11
EDUCATION 12
ECONOMIC DEVELOPMENT 15
HEALTH AND HUMAN SERVICES 21
LOCAL GOVERNMENT 25
QUALITY OF LIFE 40
TRANSPORTATION 49
ACKNOWLEDGEMENTS 59
APPENDIX 60
STAKEHOLDERS 62

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Forward
Over the last forty years, the City of Lee’s Summit has grown into one of the largest cities in the Kansas
City Metropolitan area. This growth has been effectively managed not only through the leadership
provided by the Mayor and City Council, but also through the vision and goals established by the Lee’s
Summit: 21st Century strategic planning process in 1993 and later updated in 1998. Many of the things
that have come to mark the high quality of life in our community and the excellence of service from the
City were a result of these processes. These include new City facilities such as the police headquarters
and City Hall, and new boards and commissions that help guide such community initiatives as the arts
and human relations.
As the goals from the 1993 and 1998 21st Century Strategic Plans have now been accomplished, the
Mayor and the City Council requested that a new long-term Strategic Plan be established, which would
serve as a guide for the future long-term growth and sustainability of Lee’s Summit. With facilitation
from the National Civic League (NCL), a highly diverse group of individuals from around the Lee’s
Summit community gathered together to formulate this plan over an 11 month period. These individuals
worked together to create a plan that would serve the common good of every Lee’s Summit citizen.
As the first step in this process, the Mayor with advice and consent of the City Council, appointed 11
individuals in May of 2008, to serve on the Initiating Committee. The Initiating Committee worked with
NCL to address the strategic planning project logistics, and to help ensure that the actual planning phase
of the strategic planning process ran smoothly. This committee was assigned four primary tasks:
selecting the project name, identifying potential stakeholders who would have the task of creating the
strategic plan, finding a location that could host the meetings, and establishing the organizational
committees.
Project Name Selection: Lee’s Summit 360°: Charting Tomorrow
The committee believed that this plan for the future should take a fully
panoramic approach to looking at the City of Lee’s Summit strengths,
weaknesses, opportunities, and threats, thus, the committee selected
“Lee’s Summit 360°: Charting Tomorrow” as the project name and
tagline.
Meeting Site: Due to the large size of the Stakeholders Committee and thanks to the
generosity of Dr. John Faulkenberry, Dr. David McGehee, and the R-7
School District, the Initiating Committee chose the Lee’s Summit High
School Cafeteria for the meeting location. As the meetings would also
require several smaller breakout rooms to be available, this location was
ideal.
Project Structure: Four subcommittees were formed that assisted in the organization of the
process: the Coordinating Committee, Outreach Committee, Writing
Committee, and Research Committee. These groups played a significant
role during the stakeholder process by supporting the efforts of the
Stakeholders during the process. In addition, this committee selected Co-
Chairs for Lee’s Summit 360°, Jon Ellis and Vicky Cundiff.

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Identification of Stakeholders: Finally, the Initiating Committee identified and recruited a diverse group of
residents to participate in the process that a) represent organizations that
may be responsible for implementation of tasks, b) would be key
stakeholders in the development and implementation process, or c) could be
directly affected by the action items.
On September 16, 2008, the efforts by the Initiating Committee and the four sub-committees were
rewarded as the Stakeholders Committee kicked off one of the largest strategic planning processes that
the National Civic League has ever undertaken. This group of citizens worked together every three weeks
for eight months to produce a strategic plan that would outline the needs and expectations for the Lee’s
Summit community over the next 10 - 15 years. Throughout the process, Derek Okubo from the National
Civic League worked with Co-Chairs Jon Ellis and Vicky Cundiff to provide education on strategic
planning for the committee while engaging participants to proceed in open collaboration and partnership
during discussions.
Through hours of open debate, discussion, and collaboration among stakeholders, six Key Performance
Areas were identified as the main areas of emphasis for the strategic plan. The plan is divided into six
key performance areas (KPA): Economic Development, Education, Health and Human Services, Local
Government, Quality of Life, and Transportation.
Due to the dedication and cooperation of the 163 stakeholders of Lee’s Summit 360° and their ability to
maintain free and open dialog, a comprehensive long-term strategic plan was created for the common
good of the community. This plan will guide the decision making process of City leaders over the next
10-15 years. On March 31, 2009, the entire Lee’s Summit 360° committee was able to reach a consensus
on the final plan, and requested that the Writing Committee create the document that would be presented
to the Mayor and City Council on May 7, 2009, for review. Throughout the following summer, the City
Council and the Co-Chairs of each KPA worked together over several City Council meetings to create the
final report that would serve as the long term strategic plan of the City.
The final phase of the strategic planning process will be the actual implementation of the plan. The Mayor
will appoint the Implementation Committee once the final plan is adopted by the City Council. The
Implementation Committee will be charged with reviewing the plan, further clarifying the goals and
strategies and initiating the action steps.

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Letter from the Co-Chairpersons
Fellow Citizens:
We have been honored to be the co-chairs of the “Lee’s Summit 360°: Charting Tomorrow” strategic
planning process. This is the third time the City has undergone a strategic planning process through the
efforts of interested citizens from the community. The two previous processes have proven to be very
successful. The Lee’s Summit community pulled together and joined this current team of stakeholders in
record numbers, representing the diversity of our citizens.
There were 167 participants who devoted countless hours to updating the vision for our community and
educating themselves and other stakeholders on the current standings of our City in every facet. They
used the gathered information to determine the issues that are impacting, or will impact, our community
over the next 10-15 years. This final document will help guide our entire City’s leadership for years to
come.
The stakeholders deserve a big thank you for their commitment of time, energy, and knowledge. Also
impressive was the spirit of cooperation with all members of the large group. Their diverse backgrounds
and ideas were collaborated to reach a common vision for the future of our community.
The City and the Staff went above and beyond to provide the forum for this process to take place. The
administrative leadership of Lee’s Summit deserves great thanks for their proactive efforts by involving
the citizens in such a positive, community-wide effort.
We would like to thank Derek Okubo of the National Civic League, who kept this very large group on
task and motivated. He provided us with the guidance to go from being 167 individuals with many
different agendas to one group with a common vision.
Thank you also to the many sponsors that helped make our time spent together more comfortable and
enjoyable. Our community of philanthropists has again worked together as a team to build our community
stronger. As always, their generous efforts are greatly appreciated.
We are reaching a population of 100,000. The vision of Lee’s Summit 360° is for a dynamic spirit of
cooperation among our diverse citizens, businesses, organizations, educational systems and governments.
We will work to continue to enjoy economic independence and the high quality of life we have come to
expect. We can achieve this through comprehensive community planning and regional collaboration. It
is apparent that our community thrives because of the involvement of our citizens and we encourage
every citizen’s ongoing efforts that will make our hometown continue to shine as a leader.
Vicky Cundiff Jon Ellis
Co-Chairperson Co-Chairperson

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Process Description & Milestones
In order to better engage the members of the Lee’s Summit 360° Strategic Planning Committee, the National
Civic League divided the planning process into three phases:
x Establishing a vision statement that outlines the desired future of the community
x Conducting a community scan and identifying trends
x Selecting Key Performance Areas (KPAs) and Action Planning
Vision Statement (Phase 1)
The first phase of the process allowed stakeholders to have general discussions about the goals and
expectations for the strategic plan, and how the plan will affect the outlook of the community in the future.
Through open discussion, members created a vision statement for the community which will reflect how the
community will be in 10-15 years if it is at a state of excellence as a high functioning optimal community for
residents, visitors, and businesses. Reviewing and enhancing the vision statement presented an avenue for
people holding different perspectives to openly discuss their commonalties and to recognize that despite their
differences, they still share a common vision of the community.
Based on these discussions, the Writing Committee developed an all-encompassing vision for the strategic
plan which guided the entire planning process. Set in the future tense, the statement describes what the City
of Lee’s Summit will look like in ten years if the strategic plan is successful. This vision statement was
approved by the committee on November 18, 2008.
Lee’s Summit is a sustainable and vibrant city with a dynamic spirit of
cooperation among its diverse citizens, businesses, organizations, educational
systems and governments. Through comprehensive community planning and
regional collaboration, Lee’s Summit enjoys economic independence and a high
quality of life as a recognized destination city.
Community Scan and Trends (Phase 2)
The second phase of the strategic plan helps stakeholders identify and develop an understanding of the
trends and issues that impact the community. This analysis includes a discussion of the community’s "likely
future," should no changes or interventions take place in dealing with the current trends. Two reports were
completed and provided all members with background information on a variety of areas and topics in the City.
First, Derek Okubo performed a Civic Index survey of Lee’s Summit 360° members, identifying the strengths
and weaknesses of government and nonprofit entities in Lee’s Summit. The survey consisted of a wide
variety of questions pertaining to communications, citizen involvement, diversity, community vision, and
many others. The survey results were very positive and reflected the highly involved nature of the Lee’s
Summit 360° stakeholders in local government, school systems, and nonprofit organizations.
Second, the Research Committee compiled an extensive community assessment presentation on areas
previously identified during the vision process. This included: economic development, diversity, health and
human services, school systems, transportation, and regional cooperation. Through this presentation, the
Research Committee provided a current status update of many projects and issues in the Lee’s Summit
community. Based upon the information provided by the National Civic League and the Research
Committee, several key priority areas began to emerge that require additional attention and focus. These are
addressed in Phase 3.

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Key Performance Areas (Phase 3)
The assessments and the community vision reveal the priorities that the stakeholders will target. These
priority areas, called Key Performance Areas (KPA), clearly define the strategies and action steps the
community will implement to achieve the vision. Each KPA task force established goals they would like
to see accomplished over the next 10 - 15 years. In order to better understand the reason the goal was
identified, each group also created a rationale describing the purpose for their goal. Third, the committees
created action steps and strategies for the Implementation Committee to use to accomplish their tasks.
Lastly, each KPA task force listed the resources that would be needed to reach the goal and established a
targeted timeline for accomplishing the goal. These timelines will help the Implementation Committee to
remain on schedule with the original vision of the Lee’s Summit 360° committee. In addition, the
timelines provide some guidance to the City in establishing long term financial and organizational plans.
During this phase, there were several work sessions that allowed smaller groups to study issues in depth.
During these sessions, the KPA task forces established a KPA mini-vision, goals and outcomes, and
assigned action steps and strategies to aid in the implementation of the plan. Following each KPA task
force work session, these small groups reported back to the full Lee’s Summit 360° committee for input,
feedback and consensus.
Once the committee established these six KPA’s, Co-Chairpersons Jon Ellis and Vicky Cundiff presented
a Mid-Process report to the City Council on January 8, 2009. This session provided the public with an
overview of the plan that the committee had begun to formulate and allowed an opportunity for the City
Council and the public to comment on each of the KPA goals established by the Lee’s Summit 360°
committee thus far.
During the final committee meeting on March 31, 2009, each of the KPA co-chairs presented their
conclusive recommendations. Following each presentation, the committee provided feedback and gave
final approval to each of the KPA plans. At the end a writing committee was commissioned to create a
final report for presentation to the City Council on May 7, 2009.
Implementation (Phase 4)
The Lee’s Summit 360° Stakeholders completed the strategic planning process and presented the
information to the Mayor and the City Council over several work sessions during the summer of 2009.
Upon approval by the City Council, the Mayor will appoint an 11-13 member committee who will be
responsible for the implementation phase of the Lee’s Summit 360° strategic planning process. This
committee will have the important task of bringing this plan to life.
The Implementation Committee is made of several individuals who were a driving force during the
planning process. Over the next 10-15 years, several task forces will continue to assist in the
implementation of the specific goals and action plans which will require continued flexibility, monitoring
and evaluation.
Citizen involvement in this implementation process is welcomed and encouraged. Please contact City
Staff and identify your area of interest. As your identified goal area is addressed, your involvement will
be solicited.

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Introduction
The purpose of this report is to provide the City of Lee’s Summit, citizens, business owners, organizations,
and other governmental entities a long term plan for the future of the community as a whole. This plan
was created by the citizens of Lee’s Summit for the use of all City leaders. Beginning in September of
2008, citizens worked together on a plan outlining their vision for the future of the Lee’s Summit
community. As the members of the Lee’s Summit 360° committee began compiling this plan over the
eight month long planning phase, they envisioned how Lee’s Summit could resemble an ideal community
in 15 years. They began establishing the goals, strategies, and action steps that could be implemented to
achieve this vision.
The committee divided these goals into six key performance areas (KPA): Education, Economic
Development, Health and Human Services, Local Government, Quality of Life, and Transportation.
Utilizing information from a community-wide strength, weaknesses, opportunities, and threats analysis
(SWOT) in conjunction with a civic index survey conducted by the National Civic League and a full
research study conducted by the research committee, each of the KPA task forces identified one or more
goals for their area which addressed issues that arose during this research. These goals varied in
specificity; however, each goal is thoroughly explained in the goal rationale. The rationale explains the
purpose for the goal and the reason that the goal was identified by the KPA. This is a critical section of
each KPA goal, as it explains the current view of the issue by the KPA task force. As community
circumstances will change over the 10-15 year long plan implementation process, it will be critical for the
Implementation Committee to understand why this goal was originally identified, so that the intended and
appropriate course of action can be taken by the Implementation Committee.
In order to achieve the desired goals, each KPA task force created a course of action plan which would
assist the Implementation Committee in determining the process by which they would accomplish the
KPA goal. The first component of the action plan is the strategy. These strategies are the steps that
would need to be accomplished in order to achieve the main goal of the KPA. They are intended to
provide a more detailed description of how to approach the issue identified in the goal and rationale.
Supporting these strategies are proposed action steps, which outline the specific steps that could be taken
in order to accomplish the strategy and the goal. However, these action steps are intended to provide the
Implementation Committee with a guide for the steps that could be taken once implementation begins,
rather than a required step-by-step instruction manual for how these strategies must be implemented. This
component of the plan allows flexibility for the implementation process, yet provides structure and
guidance as well.
Lastly, the KPA task forces identified the implementers of the goal or strategy so that the Implementation
Committee would have some guidance as to who the KPA task force believed should have responsibility
for the goal or action step. These implementers are not necessarily obligated to implement the plan, but
have been suggested as helpful resources/partners/information providers for the Implementation
Committee to utilize during the implementation process.
Understanding that many of the identified goals would require funding, the KPA task forces also
identified areas that may require some type of funding source in order to fully implement the proposed
action step or goal. These resources are rough estimates for the anticipated costs and were created solely
for the purpose of allowing the Implementation Committee to plan appropriately for these costs when
establishing the timelines for implementation.
The last component of each goal is the proposed timeline. This timeline is intended to remain highly
flexible, as circumstances will continually change throughout the implementation process which may
speed up or slow down the timing of each project. These timelines are intended to be utilized by the

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Implementation Committee to identify short term, medium term, and long term goals and priority areas
when establishing the overall Lee’s Summit 360° strategic planning timeline.
There may be significant factors in the community that will change during the life of this plan, therefore,
it should be understood that this report is a guideline and list of ideal goals that the City and its partners
would like to accomplish over the next 10 - 15 years. During the next 10-15 years, the Implementation
Committee will utilize this plan to create the ideal community where all Lee’s Summit residents, visitors,
and businesses can live, work, and play.

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Lee’s Summit 360°
Vision Statement
Lee’s Summit is a sustainable and vibrant city
with a dynamic spirit of cooperation among its
diverse citizens, businesses, organizations,
educational systems and governments.
Through comprehensive community planning
and regional collaboration, Lee’s Summit enjoys
economic independence and a high quality of
life as a recognized destination city.

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Key Performance Areas
Education
Economic Development
Health & Human Services
Local Government
Quality of Life
Transportation

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Education
Mini Vision Statement
The community of Lee's Summit and its educational partners through regional collaboration and dynamic
planning meet the life-long learning needs of all diverse citizens.
Key Performance Area Members
Co-Chairs: Machelle Riffe and Robert White
Mike Allen
Stephanie Alley
Kimberly Berwald – Viar
Christine Bushyhead
Gayle Evans
Bob Gourley
Fred Grogan
Linda Harrelson
Bill Lindsay
Rosalie Newkirk
Judy Noland
Dr. George Pagels
Klara Parrish
Janice Phelan
Judy Schmoeger
Paul Shrout
Dr. Ann Starlin-Horner
Robbie Warren

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Goal:
Create a forum for collaboration between the City of Lee's Summit and the diverse educational partners in
the community to ensure a continued, coordinated and focused emphasis regarding:
x Life-long learning and employment needs of the community
x Ongoing pursuit of funding to address such needs
x Attention to diversity, promotion of benefits, and understanding of education-related issues
x Comprehensive and coordinated dissemination of education-related information throughout the
community.
Rationale:
Quality educational programs and institutions enhance the quality of our community. Therefore, to ensure
a productive citizenry and qualified workforce, it is necessary to provide citizens with current information,
job training and retraining resources; pursue wider, more diversified educational funding resources; and,
foster an appreciation for and acceptance of the differences within our community. This educational
summit will provide a forum where stakeholders will address challenges related to the current lack of a
coordinating body and is intended to actively engage all educational partners, including participation of
the City, to act as a comprehensive unit for the benefit of the community.
Strategies:
x Provide opportunities for quality life-long learning and training.
x Expand opportunities for training and/or retraining of citizens to meet the employment needs of
the current and future regional and global employers.
x Collaboratively work with state and local elected officials as well as businesses and other private
entities to research, identify, and develop additional and alternative funding mechanisms for
education.
x Educate the community regarding the value and importance of diversity in our community.
Proposed Action Steps:
x The City of Lee's Summit will coordinate, host, and organize a representative educational
summit involving preschool through senior-citizen education providers and City
representatives at the executive level.
x The educational summit stakeholders will appoint task forces to identify needs and
solutions in the areas of life-long learning, employment needs, funding, diversity and any
other identified education-related area.
x Task force recommendations will be made to the educational summit committee.
x Educational summit stakeholders will report to the City of Lee's Summit and Lee’s Summit
educational partners regarding progress and actions toward meeting their goals.
o Implementer:
ƒ City of Lee's Summit will originally be the primary facilitator and organizer of
the educational summit, until a well established neutral party is identified for this
task by the Implementation Committee.
o Potential Resources Required:
ƒ Existing City Staff initially to facilitate and provide neutral meeting space
o Projected Timeline:
ƒ Educational Summit established three months (short term-high priority) from
appointment of Implementation Committee

Education KPA
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Suggested Measures of Success:
x Appointment of Educational Summit in fall 2009.
x The City of Lee’s Summit will host quarterly Educational Summit meetings with all educational
partners in the community.
x Educational Summit stakeholders will report annually to the City Council and to other
educational partners in the Lee’s Summit community.

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Economic Development
Mini-Vision Statement
Lee's Summit is a progressive destination city with a fiscally balanced tax base and a strong sense
of community, which attracts and retains investment by aggressively pursuing development and
redevelopment strategies through public and private partnerships.
Co-Chairs: Daren Fristoe and Rick Viar
Daren Baldwin
Dana Boice
Annette Braam
Mark Bredemeier
Robert Brooks
William Brown
Joan Bruns
JJ Coates
Brad Cox
Sandy Cox
James Devine
Kim Fowler
Gary Fruits
Stephen Gentry
John Ivey
Glen Jones
Seth Kakuske
Steve King
Marcel LaPlante
Dave Mosby
Chip Moxley
Roy Mussett
Mike Poindexter
Vicki Randle
Leon E. Schumacher
Laura Smith
Jeffrey Smith
Connie Smith
Michele Spilker
Shirley Thomas
Steve Tominia
Wesley Veasman
Brian West

Economic Development KPA
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Goal 1:
The City of Lee’s Summit is development and redevelopment friendly.
Rationale:
It is a competitive environment in the bi-state region and communities that are seen as “pro-development”
are frequently successful in capturing new investments and jobs.
Strategy:
Perform a comprehensive review of the current City development and/or redevelopment processes and the
customer satisfaction thereof.
x Introduce a policy that would implement the use of a “Best Municipal Government
Practices” process focused on improving customer service and helping City Staff promptly
identify any potential impediments for developers, builders, and other interested citizens.
x Design and implement a “Development 101” training program which would provide
developers and other interested citizens education about the requirements and procedures
commonly required when conducting business with the City.
x Create or expand a City Staff position that regularly reports to the City Manager on the
process and successes of the “Best Municipal Practices” policy, the “Development 101”
program, and development/redevelopment projects.
o Implementer:
ƒ City of Lee’s Summit Staff, Development Community, Lee’s Summit Economic
Development Council (LSEDC), Lee’s Summit 360° stakeholders
o Potential Resources Required
ƒ Independent consultant, City Staff
ƒ Should begin implementation of goal 180 days (short term high priority) from the
adoption of the Lee’s Summit 360° Strategic Plan by the City Council
Suggested Measure of Success:
Lee’s Summit has an acclaimed development/redevelopment friendly process as evidenced by satisfied
customers and increased commercial activity.

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Goal 2:
In order to improve the current strategy of increasing the office and industrial assessed valuations in Lee’s
Summit, the City should evaluate the Lee’s Summit Economic Development Council’s (LSEDC)
relationship, structure, and reporting communications with the City.
Rationale:
Currently, there is a discussion about the function of the public/ private sector partnership between the
LSEDC and the City of Lee’s Summit. Research suggests and results demonstrate that public/private
partnerships are highly effective tool for economic development agencies and are proven to be more
successful in favorably impacting a community’s economic development. The current framework
facilitates communication between public and private entities which bridges the gap between government
and business.
Strategies:
x Review, document, and evaluate LSEDC’s public and private sector effectiveness and status with
involved stakeholders. Determine if the public/private EDC model is appropriate and effective and if
so, the Lee’s Summit Economic Development Council should continue to operate independently from,
but in concert with City government. Annually review, document and evaluate LSEDC’s
effectiveness as a public/ private sector partnership.
x In partnership with the City, the LSEDC shall identify and cultivate additional funding sources for
LSEDC and emphasize that funding of LSEDC is a high priority for finding new businesses and
retaining existing businesses in the City.
x If the evaluation of the LSEDC public/private partnership model is preferable, reaffirm
primary public sector funding, which will include the dedication of revenues from the
Hotel/Motel Tax and may also include other public sources as the core funding for LSEDC.
o Implementer:
ƒ City Council, Mayor, LSEDC stakeholders, Lee’s Summit 360° stakeholders
ƒ Should begin evaluation of LSEDC structure 60 days (short term-high priority)
following the adoption of the Lee’s Summit 360° Strategic Plan by the City
Council
x Identify and cultivate additional funding sources for LSEDC and establish that funding of
LSEDC is a high priority for finding new businesses and retaining existing businesses in the
city.
o Implementer:
ƒ City Council, Mayor, LSEDC stakeholders, Lee’s Summit 360° stakeholders
ƒ Should begin implementation 90 days (short term-high priority) following the
LSEDC’s Board approved action plan is fulfilled and LSEDC maintains a positive and growing fund
balance sufficient to fund extraordinary projects and other feasible opportunities in partnership with the
City.

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Goal 3:
Establish a ratio of 35% commercial and 65% residential development and redevelopment mix.
Rationale:
Future development should be analyzed and approved with the primary intent to achieve a ratio of 35%
commercial (including commercial, industrial, and manufacturing) and 65% residential. The current
development ratio is approximately 22% commercial to 78% residential, representing lack of
diversification and an over-reliance on residential development. The use of quantifiable, measurable goals
for commercial and residential usage will be a positive step in this process.
Strategy:
Implement City’s Fiscal Impact Model to determine if future development strategy achieves its goal. In
addition, the City should conduct target industry studies for types of businesses and industries to best
supplement labor base.
x Run Fiscal Impact Model on City’s Comprehensive Plan.
o Implementer:
ƒ City of Lee’s Summit
ƒ Should begin implementation 90 days (short term-high priority) following the
x Depending upon results of the model, remodel the Comprehensive Plan to estimate the
proper densities and uses to achieve the goal.
o Implementers:
ƒ City of Lee’s Summit
ƒ Should begin 180 days (short term) following the completion of step 1
x Determine City’s strengths, weaknesses, opportunities, and threats (SWOT) for existing or
proposed land uses.
o Implementers:
ƒ Approximately $150,000
ƒ Should begin implementation 360 days (short term) following the completion of
steps 1-2
x Use Fiscal Impact Model to analyze land use alternatives for target industries to determine
favorable cash flow.
o Implementers:
ƒ Included in above action step
ƒ Should begin implementation 180 days (short term) following the completion of
steps 1-3.
The Fiscal Impact Model reveals ideal balance of residential to commercial to industrial development. In
addition, a target industry study results in land use designations supportive to the City’s strengths.

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Goal 4:
Aggressively pursue redevelopment projects using the appropriate tools to achieve the highest and best
use of underutilized properties.
Rationale:
x Property values are not currently commensurate with higher and better uses achievable through
public and private partnerships. In addition, the City has only limited land available for
“greenfield” development.
Strategies:
• Convene a multi-constituency task force to ensure public and/or private buy-in of redevelopment
strategies and tools.
• Ensure that Downtown Lee’s Summit remains a major focus for redevelopment.
x Identify and market current locations in the city as major redevelopment candidates,
including View High/Pryor corridor, 291 and 50 Highway corridors, Calmar, Pfizer, and
Adessa facilities, Arnold Hall/Downtown, and large lots in the downtown residential area.
o Implementers:
ƒ City Staff, LSEDC, Downtown Main Street, Mayor, City Council
o Resource Options:
ƒ Approximately $80,000 could be needed for marketing.
ƒ Should begin 180 days (short term) from appointment of Implementation
Committee.
x Work collaboratively with residents to quantify and inventory older residential
neighborhood needs/concerns.
o Implementers:
ƒ City Staff, Homeowner’s Associations, Mayor, City Council
o Resource Options:
ƒ Approximately $50,000 could be needed
ƒ Should begin in approximately one year (short term).
x Identify, educate and gain commitment to use all available tools for both commercial and
residential redevelopment without tax penalties (tax abatement, low interest loans, Land
Clearance for Redevelopment Authority {LCRA}).
o Implementers:
ƒ City Staff, LSEDC, Mayor, City Council, residents and homeowners
o Resource Options:
ƒ Approximately $25,000 could be needed.
ƒ Should begin implementation 180 days from completion of steps 1-2.
x Develop a policy for use and implementation of all available tools for both commercial and
residential redevelopment without tax penalties (tax abatement, low interest loans, LCRA).
o Implementers:
ƒ City Staff, LSEDC, Mayor, City Council
ƒ Should begin implementation 180 days (short term) from completion of step 3.
o Resource Options:
ƒ Approximately $10,000 could be needed

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x Neighborhood revitalization plan is adopted by City Council and embraced by citizens and
stakeholders.
x City prioritizes redevelopment opportunities and aggressively markets to private sector.
x A public/private partnership successfully completes a high profile facility which enhances Lee’s
Summit’s reputation as a viable competitor for top-tier redevelopment projects.
Goal 5:
Lee’s Summit is perceived as a “progressive destination city”.
Rationale:
Lee’s Summit is currently perceived as a “bedroom” community without a unique identity.
Strategy:
To rebrand Lee’s Summit in accordance with the Lee’s Summit 360° process ideals and guiding principles.
Action Step:
x Commission a branding study.
o Implementers:
ƒ Lee’s Summit 360° stakeholders, Chamber of Commerce, LSEDC, City Staff,
City Council, Mayor
o Resource Options:
ƒ Approximately $50,000 could be needed for this goal.
ƒ Implementation could begin one year (short term) from appointment of
Implementation Committee.
x The community embraces a common “brand promise” that accurately reflects and captures the
essence of what and who Lee’s Summit represents.
x Public and private institutions consistently use the common branding collateral and messaging
package.
x External perception and communication regarding Lee’s Summit mirrors the “brand promise” in
terms of how it refers to the community.

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Health and Human Services
Lee’s Summit is rated one of America’s healthiest cities by utilizing an integrated health and human
services network providing services easily accessible to all citizens whether or not they are insured. In
collaboration with its charitable organizations, the City’s health system developed the resources to assist
in providing access to preventative measures, therapy, education, treatment and support to the entire
community including the disadvantaged and most vulnerable.
Co-Chairs: Syrtiller Kabat and Diane Seif
Teri Burns
Susan Coffman
Kim Corpeny
Tom Earley
Micah Flint
Alan Flory
JoAnn Gann
Bob Glaser
Geneva High
David Hutchison
Paula Livingston
Cassandra Martinez
Mary Anne Metheny
Kevin Morford
April Morford
Dorothy Purtle
Alicia Ruhl
Chris Salanski
Dr. Stephen Salanski
Shelley Spencer-Parton
Mike Tierney
Karen Traxel
Lou Traxel
Roy Wheeler

Health and Human Services KPA
22
Goal 1:
Identify, educate & coordinate efforts related to human service needs for the citizens of Lee's Summit.
Rationale:
As the community grows, needs grow and can become more complex; therefore, coordination of human
services is needed in Lee's Summit. Due to a lack of awareness of needs in the community, Lee's Summit
has the potential to lose funding from a number of foundations and public funders which would impact
the disadvantaged and most vulnerable that need and deserve quality services in Lee's Summit.
x Develop a Human Services Advisory Board (HSAB) to work in conjunction with the current
Health Education Advisory Board (HEAB).
o Implementer:
ƒ City Council and Mayor
ƒ City Staff to serve as liaison between the board and Council/Mayor. City will
provide one shared Staff liaison for the committees to which will meet every
other month.
ƒ 6 months (short term-high priority) following adoption of the Lee’s Summit 360°
Strategic Plan by the City Council.
x Identify human services needs in Lee's Summit. Help to develop programs or collaborative
efforts to address the needs.
o Implementer:
ƒ HEAB/HSAB
ƒ Access existing data/information on current human services needs.
ƒ 3 - 6 months (short term) from establishment of HEAB/HSAB.
x Educate the community about currently available services (i.e. "211")
o Implementer:
ƒ HEAB/HSAB
ƒ $50,000 grant for public relations campaign
ƒ Ongoing community education.

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Goal 2:
Involving a collaborative group of community leaders, develop a comprehensive plan to address the
healthcare needs of the under-insured and uninsured of the Lee's Summit community.
Rationale:
The under-insured and uninsured population in Lee’s Summit is growing and this cross-section of the
community lacks access to many medical services. This has created a situation where local hospitals have
become overloaded with uninsured patients seeking costly care in the Emergency Departments. Due to
these factors, cost effective alternatives and physician continuity is needed for the community. To assist
with this issue, there should be a centralized information source for Lee’s Summit citizens on healthcare
services in Lee’s Summit.
x Develop a plan to provide coordinated, comprehensive information regarding programs
and resources available to improve access to preventative and specialty healthcare and
affordable prescriptions for the under-insured and uninsured residents in the City of Lee’s
Summit. By seeking advice from a collaborative community of healthcare leaders from
around the region, HEAB/HSAB would also ensure the information is well-distributed and
readily attainable to the target population. This initiative could be patterned on the
“Project Access” model and the previous “Project: Healthy Summit” proposal.
o Implementer:
ƒ HEAB/HSAB will identify/organize the key healthcare leaders for this
collaborative effort.
ƒ Currently one City Staff member assigned to HEAB meetings; HSAB would
share HEAB staff.
ƒ 6 - 12 months (short term) from establishment of Implementation Committee.
x Identify healthcare needs of the under-insured and uninsured citizens of Lee's Summit.
Update information regarding similar programs in this area/region as well as in other areas
of the country that would assist in addressing these needs utilizing such systems as 211.
o Implementer:
ƒ HEAB/HSAB and key healthcare leaders from action step 1.
ƒ Previously collected data (i.e. Project Healthy Summit); MARC; Eastland
Community Foundation; Lee's Summit R-7 School District teen data. Maximum
$50,000 for a feasibility study if current data/information is not available.
x Identify funding sources for administrative costs.
o Implementer:
ƒ HEAB/HSAB and key healthcare leaders from action step 1.
ƒ Potential grant funding

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Goal 3:
Coordinate plans and education opportunities related to the emergency services response and the health
and human services aspects of disaster preparedness for the Lee's Summit community.
Rationale:
The City of Lee’s Summit’s Emergency Services Departments (Lee's Summit Fire Department and Lee's
Summit Police Department) are taking a community-wide leadership role in partnering with Mid-America
Regional Council (MARC), City departments, and other governmental entities to prepare an emergency
response/recovery plan in the event of a natural, pandemic or man-made disaster. The amount of
coordination and scope of work in this planning process should continue, and possibly increase, as
deemed appropriate and feasible. The expansion of this position could also include a responsibility to
provide education for local citizens regarding disaster emergency plans and on their citizen
responsibilities in the event of a disaster, which may include training volunteers for service opportunities
in preparation for such an event.
Proposed Action Step:
x Continue to support a position within the Lee's Summit Fire Department that is dedicated
primarily to achieving the expanded responsibility of this goal, with consideration also
being given to a dedicated job title such as "Preparedness and Recovery Officer".
o Implementer:
ƒ Lee's Summit City Manager, Lee’s Summit Fire Department
ƒ To be determined by Implementation Committee
ƒ Ongoing support of position

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Local Government
The government of Lee's Summit reflects our strong identity while promoting a regional and collaborative
approach for providing quality services with accountability to its citizens. Through transparency,
communication and outreach, Lee's Summit fosters the empowerment of its citizens and a broad base of
leaders. The government is guided by our sense of history, spirit of innovation and sustainability.
Co-Chairs: Carson Graff and Bill Marko
Debbie Baier
Rob Binney
Nick Brummel
John Edwards
Teresa Evans
Erlene Flowers
Gene Gamber
Dennis "Todd" Gochenour
Donna Gordon
Julie Grogan
Katie Hammons
Bruce Hattig
Geoff Hill
Michelle Jennings
Tony Jose
Tyler Morehead
Eric Prince
Lisa Pycior
Colene Roberts
Shelly Searcy
Kathy Smith
Tom Tucek
Bob Williams

Local Government KPA
26
Goal 1:
Leadership development and community involvement
Strategy 1:
Continue to develop and expand a communication outreach program for the City of Lee’s Summit.
x Create a volunteer coordinator organization to grow, recruit, promote and track volunteers
for the community and the outreach efforts by the coordinating organization.
o Rationale:
ƒ Volunteer coordinators will work with local businesses, church groups, Home
Owners Associations (HOA), businesses and other civic organizations to be the
clearinghouse for all projects, schedules and resources (individuals).
Coordinators will not be City Staff members, but would be a City appointed
organization made up of volunteers which would capture metrics on all projects
and report to the City on annual progress of group. Volunteer coordinators will
work closely with communications to maximize involvement of citizenry and
increase the number of projects and involved personnel.
o Implementer:
ƒ City Manager, City Council, Mayor, Chamber of Commerce
ƒ Volunteers, software for creation of a volunteer database funding for volunteer
recruitment efforts
ƒ Group creation estimated to begin 6-12 months (short term) following formal
adoption of Lee’s Summit 360° Strategic Plan.
x Continue to improve City website and revitalize government television channel.
o Rationale:
ƒ These two key communication vehicles are assets that need stronger utilization.
Improvements in production value and content could better inform citizens of
key issues facing the community. Rather than simply being a compilation of
facts or upcoming events, these could evolve into platforms or forums which
assist in the education and debate of key issues facing the community. The
government channel should give consideration to the communication of how to
become a more involved citizen and/or how to be a voice for the community and
should be embraced as a primary communication tool for the City to the public.
Key consideration should be given to a more user-friendly atmosphere of the
City’s website complete with handicap access.
o Implementer:
ƒ Lee’s Summit Communication Coordinator, Lee’s Summit ITS Department
ƒ To be determined (TBD)
ƒ Begin 1-3 years (short term) from the adoption of the Lee’s Summit 360°
Strategic Plan.

27
x Expand the use of new media and personalized communication for community outreach
efforts.
o Rationale:
ƒ New media elements are constantly being developed that affect how people
communicate. Examples of this include social networking, portals, Twitter, blogs,
podcasts, etc. A City communication plan that includes the use of these core
technologies will encompass the needs of all ages and give balance to how
citizens can follow City communications. The new plan should encourage
participation from organizations from around the community. This suggestion
does not mean that Lee’s Summit should reduce its traditional methods of
communications, such as newsletters, or a new civic leadership guide but instead
supplement and improve how and in what format that content is delivered.
o Implementer:
ƒ Lee’s Summit Communications Coordinator, City ITS Department
ƒ TBD by Implementation Committee
ƒ 3-5 years (mid term) from the adoption of the Lee’s Summit 360° Strategic Plan.
Strategy 2:
Enhance leadership training.
x Improve application and recruiting process for civic/elected official positions.
o Rationale
ƒ The current process for finding new applicants for leadership positions on City
boards, commissions, and the City Council is more reactive than pro-active. The
City should expand its efforts to identify talent, mentor individuals and find ways
for them to take on leadership positions in the City. We would like to see the
volunteer/Council application process refined through the generation of open
houses, job-fairs at public events like “Lee’s Summit Days” with a clear
explanation of the application process. The application process should include a
clear description of qualifying criteria and not rely entirely on individual
members of the boards to seek out participants. A recruiter should take time to
meet and follow up with applicants, learn their skills and talents and recommend
them for placement or additional training.
o Implementer:
ƒ City Staff, City Council, Mayor
ƒ City Staff
ƒ Begin improvements 1-2 years (short term) from adoption of Lee’s Summit 360°
Strategic Plan.

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x Develop a City leadership training program.
o Rationale
ƒ The Lee’s Summit community needs a City leadership training program that can
provide in-depth leadership training for citizens who become a member of the
City Council or hold a city board, or commission position. This program should
encompass information about City government structure, election/ordinance
training, board/commission responsibility training, board/commission meeting
protocol training, as well as personal/professional development on leadership
styles and processes. This program will enhance the abilities of current leaders
and provide a pipeline of future leaders ready for the challenge. This program
could be used as qualifying criteria for selecting citizens for involvement. By
giving citizens the tools needed, our committee and taskforce meetings will be
more productive and effective without sacrificing diversity.
o Implementer:
ƒ City Staff
ƒ City Staff, Lee’s Summit Economic Development Council (LSEDC), Lee’s
Summit Chamber of Commerce, Lee’s Summit school systems
ƒ Begin implementation 1-3 years (short term) from adoption of Lee’s Summit 360°
Strategic Plan.
x Develop a leadership alumni group.
o Rationale
ƒ A leadership alumni group would be comprised of Leadership Lee’s Summit
graduates, City leadership training program graduates, and current/past City
commission/board members. This group would act as an informal advisory body
for City committees/taskforces, Leadership Lee’s Summit students, City
leadership training program students, as well as students in the Lee’s Summit
school systems. This alumni group would act as champions for our City and
assist with outreach programs as needed.
o Implementer:
ƒ City Council, City committee/taskforces, LSEDC, Lee’s Summit Chamber of
Commerce
ƒ Leadership Lee’s Summit graduates, former City committee/taskforce members
ƒ 1-2 years (short term) from adoption of Lee’s Summit 360° Strategic Plan.

29
Strategy 3:
Create mechanisms to maximize representative government involvement.
x Establish term limits or mandatory rotation of Commission/Board members.
o Rationale:
ƒ To open up opportunities for new leaders, term limits for board and commission
members should be encouraged. Members can leave their post for other positions
on other boards. These are not permanent term limits and members will be free to
return to positions after sitting out a pre-determined time. In order to prevent
gaps in coverage, the City will need to be more pro-active in identifying talent
and recruiting individuals to join these boards and commissions as well as to find
other ways for term-limited individuals to assist the community.
o Implementer:
ƒ Mayor and City Council
ƒ City Staff
ƒ 3-4 years (mid term) from adoption of Lee’s Summit 360° Strategic Plan.
x Ensure Council district size optimizes accountability to citizenry.
o Rationale
ƒ As the City continues to grow, consideration should be given to the size of the
population within each district. Effective representation can be achieved by
utilizing new census data and identifying preferred district sizes and adding new
council districts (following the rules of the City Charter and State laws) when
these limits are reached. Additionally, in order for Council Members to be able to
provide timely and thorough responses to their constituents, we recommend that
staff and support resources be added to accommodate district growth.
o Implementer:
ƒ Mayor and City Council
ƒ City Staff
ƒ 3-4 years (mid term) from adoption of Lee’s Summit 360° Strategic Plan.
x Increase regional presence through stronger participation in the Mid-America Regional
Council (MARC), Kansas City Area Development Council (KCADC), Eastern Jackson
County Betterment Council (EJCBC) and other regionally focused organizations by
elected/appointed officials and City Staff.
o Rationale
ƒ Encourage elected officials to be more regionally involved in such groups as
MARC through more active leadership roles, enhanced meeting participation,
and regular communication back to City Staff and the citizenry on regional
initiatives and opportunities available through these groups.
o Implementer:
ƒ Mayor/City Council and City Staff
ƒ Committee/Taskforce appointments
ƒ 6-12 months (short term high priority) from adoption of Lee’s Summit 360°
Strategic Plan.

30
x Identify methods for involving youth and students in City government.
o Rationale:
ƒ City government, councils, boards and organizations are becoming potentially
under-represented by younger members of the population. In order to keep the
City vibrant and with a wealth of talent over the next 10 to 15 years, these
younger citizens may need to become more involved in the activities within the
City. In order to encapsulate all citizens of the community, each committee or
taskforce could have at least one non-voting seat open to a student from area
school districts. The chair of the committee or taskforce could serve as a mentor
for the participating student.
o Implementer:
ƒ Mayor/City Council, City Staff
ƒ Lee’s Summit area schools and school districts
ƒ 1-2 years (short term) from adoption of Lee’s Summit 360° Strategic Plan.
Goal 2:
Continue to support a fully-resourced, professionally trained government workforce.
Strategy 1:
Build the leading public safety organizations in the metropolitan area.
x Continue to support the Community Emergency Response Team program.
o Rationale:
ƒ The Community Emergency Response Team (CERT) Program educates people
about disaster preparedness for hazards that may impact their area and trains
them in basic disaster response skills. Using the training learned in the classroom
and during exercises, CERT members can assist others in their neighborhood or
workplace following an event when professional responders are not immediately
available to help. CERT members also are encouraged to support emergency
response agencies by taking a more active role in emergency preparedness
projects in their community. CERT would be a model program that would
encourage cooperation between the Police Department and Fire Department in
educating citizens about what to do in emergency situations.
o Implementer:
ƒ Fire and Police Departments

31
x Continue to support smaller police districts and community/problem oriented policing.
o Rationale:
ƒ Smaller police districts could enable closer connection between the police
department, businesses, and citizens with their coverage area. This could promote
communication and knowledge of the community. Problem-oriented policing
places a high value on crime prevention, and engages other public agencies, the
community and the private sector to become involved in significantly reducing
crime in their area. Catching small problems early is a key to preventing bigger
problems later. This same approach should take place in other sectors in City
government, such as code enforcement.
o Implementer:
ƒ Police Department
ƒ 6-24 months from adoption of Lee’s Summit 360° Strategic Plan
x Improve fire response times and staffing to NFPA standards.
o Rationale:
ƒ The Lee’s Summit Fire Department now has an average response time of 5
minutes, 30 seconds. The 1710 standard, as established by the National Fire
Protection Association (NFPA) states that a fire department should have at least 4
firefighters to a scene in 4 minutes. The Fire Department is already planning to
build 2 fire stations to meet this goal. Supporting the Fire Department in their
efforts to expand in order to meet this goal could increase the safety of the
community. Phased implementation is expected which should include a formal
evaluation of costs for implementation.
o Implementer:
ƒ Fire Department
x Improve Insurance Service Office (ISO) rating from 3 to 2.
o Rationale:
ƒ ISO is an independent risk management company created by the insurance
industry that rates many aspects of government and industry. Fire ratings for
homeowners and business insurance are based off ISO’s ratings for a given area
or city. The Fire Department has set a goal to lower the City’s ISO rating from 3
to 2.
o Implementer:
ƒ Fire Department

32
Strategy 2:
Provide modern facilities and technological tools for Staff as needed, in order to continue to maintain a
high level of quality services to the Lee’s Summit community.
x Improve communication interoperability between first responders.
o Rationale:
ƒ The City should work to implement a communication system that enables all first
responders to communicate directly with each other and other cities. This
potentially can save time and eliminate operational risk during emergency or
other time-sensitive operations. The United States Department of Homeland
Security has specified through the Office of Emergency Communications
(http://www.dhs.gov/xabout/structure/gc_1189774174005.shtm) that public
safety agencies and the City develop better ways to communicate with each other.
o Implementer:
ƒ Federal/State grants
x Research the feasibility of and, if recommended, establish a firing range in Lee’s Summit.
o Rationale:
ƒ Police Department personnel currently travel to distant facilities for firing
practice. This distance contributes to lower training levels and significant costs
to the City. The City of Lee’s Summit should develop local police training
facilities that can be more readily used by Lee’s Summit personnel. Lee’s
Summit Police Department patrol officers only shoot once per year which is
significantly below the standard needed to maintain proficiency with pistol,
shotgun and rifles. Most agencies in the Kansas City metropolitan area shoot at
least three times per year. SWAT officers currently train once per month;
however, patrol officers also require such training as they are more frequently the
first responders to a scene. This could be a regionally collaborated project which
would increase the use of the new facility.
o Implementer:
ƒ User fees for non-Lee’s Summit Police Department use, other resources to be
identified by the Implementation Committee

33
x Provide substation coverage for police in high growth areas, when appropriate and
financially feasible.
o Rationale:
ƒ Lee’s Summit is one of the largest cities in the state by land area with over 65
square miles and only one police facility. As Lee’s Summit is such a large,
geographically dispersed community, additional facilities will become necessary
in the next 10-15 years, especially in high growth, high-crime, or high-traffic
areas. A second and/or third full service police facility would spread officers
more strategically around the City, much like the Fire Department. It would also
allow citizens to make and obtain reports at closer stations. Secondary facilities
could also be used in case of damage to the core facility and allow more room for
expansion of officers.
o Implementer:
x Consider new software and data and maximize use of existing software resources.
o Rationale:
ƒ Geographic Information System (GIS) and Enterprise Resource Planning systems
(ERP) are improving. More can be done to link these City resources with
financial, project management and capital improvement systems. Any software
investment should also include appropriate training and accountability to
demonstrate the intended benefit.
o Implementer:
x Provide a modern operations facility for the Water Utilities Department, when appropriate
and financially feasible.
o Rationale:
ƒ The existing Water Utilities Operations facility was built in the mid 1980’s and
was intended for approximately 20 people. The current operation includes 40
people and the existing site is not expandable. In addition, there are several
functional concerns that have arisen due to the lack of space that significantly
impacts service delivery. With continued infrastructure growth and maintenance
demands that will rise with the growth of the City, this core service will need
modern facilities to properly administer the needs of the City. Additionally, the
current location sits at a visible entrance to the downtown district. Moving or
upgrading the facility will provide a positive image boost to that area.
o Implementer:

34
Strategy 3:
Ensure City employees are compensated competitively.
x Conduct standard market compensation evaluations every 2-3 years with a goal that City
Staff compensation and benefits are in the top quartile of local metropolitan cities.
o Rationale:
ƒ The loss of experienced personnel raises costs and causes a loss of institutional
knowledge of the City. The City should undertake regular compensation studies
to ensure the continued retention of talented and experienced personnel. Lee’s
Summit personnel should be compensated in the top quartile of local
metropolitan cities.
o Implementer:
Goal 3:
Achieve environmentally friendly and financially sustainable infrastructure systems.
Strategy 1:
Create a sustainable infrastructure task force and develop a long-term infrastructure sustainability plan.
x Survey citizens, define objectives and identify regulatory / environmental gaps.
o Rationale:
ƒ Sustainable infrastructure is a new concept which is not yet widely utilized by the
community or the City. Before embarking on a series of disconnected initiatives,
a cohesive approach to sustainable infrastructure should be defined. An initiative
similar to Lee’s Summit 360° could be utilized to determine the costs and benefits
of sustainable infrastructure. This would include such systems as: storm water,
landfill, sewers, City water, street lights and streets.
o Implementer:
x Make recommendations, educate citizens and receive approval to implement.
o Rationale:
ƒ Upon completion of the initiative, the task force must make considerable effort to
educate the general population, business and leadership to the benefits and costs
of this approach and deliver a City-approved plan.
o Implementer:

35
Strategy 2:
Promote and implement select ‘green’ initiatives.
x Create a storm water utility.
o Rationale:
ƒ Storm water utilities are commonly based on improving a community's ability to
meet a variety of objectives, such as funding improved maintenance and capital
investments, improving flood management abilities, and improving water quality.
Prior to the expansion of an improved storm water infrastructure program, the
City should create a storm water utility which would provide a source of revenue
for needed maintenance and improvements. Findings of the Storm Water Task
Force should be closely considered and focus placed on several of the following
services:
x Enhanced maintenance for improved flood and water pollution control
x Capital projects for water quality treatment
x Water quality management
x Capital facilities that induce groundwater recharge for water supply
x Ecological Preservation
x System-wide Planning
x Regulation and Enforcement Activities
o Implementer:
ƒ Short term (3-5 year) goal with high priority.
x Adjust wastewater impact fee and rates to meet expected costs and create an annually
adjustable schedule of fees to ensure appropriate rate adjustments in the future.
o Rationale:
ƒ Lee’s Summit wastewater infrastructure funding has not kept up with inflation or
with expected costs to maintain and enhance the system. One major
enhancement is to eliminate both private and public inflow and infiltration.
Another enhancement is to establish a methodology for increasing rates on an
annual basis. Consideration should be given to immediately increasing fees and
to establish a process whereby fees are regularly reviewed on an annual basis
based on a policy that establishes a ratio of fees to costs.
o Implementer:

36
x Consolidate current solid waste collection and support the use of incentives to encourage
volume-based pricing & curbside recycling.
o Rationale:
ƒ Implement a City-wide solid waste collection contract. This will reduce costs,
improve neighborhood environmental impact and maximize accountability with
service providers. Incentivize recycling and other waste reduction techniques by
charging individual households based on the volume of waste created.
o Implementer:
Goal 4:
Promote fiscally sustainable and environmentally sensitive development.
Strategy 1:
Continue to maintain prudent cost management and conservative fiscal strategies.
x Explore multi-City resources for all large projects with regional appeal.
o Rationale:
ƒ Large infrastructure projects with regional appeal such as museums, sports arenas,
and other big ticket items are not necessarily needed by every City in the
metropolitan area. Rather than taking a “build it ourselves” approach to these
projects, the City could pursue projects jointly with neighboring communities if
and when such facilities are proposed. These facilities may or may not be located
within Lee’s Summit city limits but would be able to be used jointly by citizens
of multiple cities.
o Implementer:
x Enhance or expand group purchasing with other metropolitan organizations.
o Rationale:
ƒ On an ad hoc basis, Lee’s Summit looks to involve other cities for group
purchasing of needed equipment such as police cars. The City should move
aggressively and cooperatively with other communities to standardize and
expand this cost savings initiative to all large purchases in the City. In addition,
when there is an equal cost impact to the City, preference should be given to
purchasing from local businesses.
o Implementer:

37
x Continue to maintain legislated budget reserve strategy and protect bond rating.
o Rationale:
ƒ Lee’s Summit currently has a conservative budget strategy that requires a fiscal
reserve. We recommend that this approach stay in effect in order to promote
spending discipline and to protect the City’s bond rating.
o Implementer:
Strategy 2:
Promote balanced revenue mix.
x Develop and support initiatives to define and encourage the balanced mix of revenue for the
City.
o Rationale:
ƒ The City currently has a balanced mix of funds to support activities. This
balance better enables the City to weather challenging economic times. The
recommendation that development should be channeled could result in a
broadened tax base and the creation of new well paying jobs.
o Implementer:
x Maximize use of Fiscal Impact Model in determining development.
o Rationale:
ƒ The Fiscal Impact Model usage should be maximized and utilized for all
significant development activities in the City. This model can assist in providing
an independent analysis of the impact of development. This model can help
arbitrate discussions between competing interests.
o Implementer:

38
Strategy 3:
Incentivize sustainable development.
x Support the preservation of greenways and create a master plan for large tracts of both
open and redeveloped land.
o Rationale:
ƒ Greenways are important to the overall health, appearance and desirability of the
community. With limits on current land within the City, there will be pressure to
return this open space to development and revenue producing property. To ensure
that the preservation of open land occurs, the City should create a master plan for
the long term intended uses of large tracts of land in undeveloped and
redeveloped areas.
o Implementer:
x Incorporate smart growth initiatives and incentives for ‘green’ building into Comprehensive
Development Plan.
o Rationale:
ƒ The community at large benefits from ‘green’ building standards by lowering
energy costs, improving healthy environments and generating good publicity for
the City. Incentives should be provided by the City that encourage ‘green’
development and new urbanization. Second, the City should look to zoning or
code changes that reduce sprawl and promote walk able communities and
business districts. Lee's Summit's downtown core is a prime example of this
model and should be preserved. Shopping, services and homes are in close
proximity to one another. When new development occurs in redeveloped areas, it
should be sustainable, meaning renovation and rehabilitation versus the razing of
structures.
o Implementer:

39
x New public facilities should meet Leadership in Energy and Environmental Design (LEED)
standards and all public facilities should undergo carbon footprint studies.
o Rationale:
ƒ The use of LEED standards for new and existing buildings promotes a whole-building
approach to sustainability by recognizing performance in five key areas
of human and environmental health: sustainable site development, water savings,
energy efficiency, materials selection, and indoor environmental quality. Lee’s
Summit is not expected to pursue certification of these facilities, but recommend
that the defined standards are met unless significant financial burdens are
demonstrated. The City should serve as an example for the community.
o Implementer:
Strategy 4:
Protect natural resources of the community.
x Promote water and energy conservation, alternative energy, and pollution prevention.
o Rationale:
ƒ A community that carefully manages natural resources receives significant cost,
health and community image benefits. By driving more ‘green’ initiatives in this
area, Lee’s Summit will be a more energized community and one that will be
more attractive for economic development and population growth in the long
term.
o Implementer:
x Complete a tree inventory and enhance Tree Board.
o Rationale:
ƒ A Tree Board, or Commission, is a group of concerned volunteer citizens who
would be charged with developing and administering a comprehensive tree
management program. A tree inventory is the gathering of accurate information
on the health and diversity of the community forest. There should also be
continued education of Home Owners Associations (HOA) and citizens on the
importance of these community assets. Trees in both new and redeveloped areas
should be provided stronger protections by the City, beyond a minimum standard.
o Implementer:

40
Quality of Life
Acclaimed as the ideal place to live, learn, work and play, Lee’s Summit embodies healthy living,
excellence in the arts, recreation, learning and multi-generational leisure opportunities combined with a
respect for the environment and its diverse population.
Co-Chairs: Damond Boatwright and David McGehee
Russ Berlin
Mary Biber
Patti Browder
LaTonya Burgette
Julie Cawby
Carl Chinnery
Hollie Couch
Stacy Crabtree
Robin Dawson
Janis Duke
David Elliott
Gene Fellows
Diane Forte
Steve Gouldsmith
Bill Hampton
Brennan Hampton
Ryan Harp
Kristi Johnson-Ware
Patti LeMaster
Debbie Leonard
Sue LeVota
Ben Martin
Laura Maxwell
Jacqui Moore
Tom Munsell
Susan Murphy
Emmanuel Ngomsi
Jim Phillips
Rosella Prins
Lisa Pycior
Jeanine Rann
Linda Reabe
Alicia Roling
David Shook
Chris Simon
Chet Smith
Debbie Starke
Marla Stout
Robin Trafton
Barb VonArb
Bob Weber
Connie Wellman
Ron Williams
Dymon Wood
Marian Zajic

Quality of Life KPA
41
Goal 1:
Establish strategies & action steps that support arts and culture in Lee’s Summit.
Strategy 1:
Increase the quantity, variety, and quality of arts programming that is reasonably priced and accessible.
Rationale:
The 2007 Cultural Arts Plan states, “The research reveals the City’s citizens are hungry for more arts
opportunities: only 20% of respondents to a public survey rate the availability of arts programs as
‘excellent’ or ‘good’…”
x Help arts organizations become self sustaining by promoting their value to our community
and region, increasing accessibility to audiences of all ages, and building private sector
support. The first step in this process requires support for the Lee’s Summit Arts Council’s
website and calendar initiatives.
x Attract and support professional artists through incentives, live-work spaces, affordable
and accessible studio and exhibition space, and resources for professional development.
x Develop and promote a network of Metropolitan Kansas City arts organizations that would
support the import of arts programming to Lee’s Summit and/or support the development
of creative transportation solutions to local and regional cultural art opportunities so that
all Lee’s Summit citizens have access to art and culture in the region.
x Support the continuation and expansion of the Parks and Recreation Department’s cultural
arts programming and increase opportunities for community fairs, festivals, and concert
series.
o Implementers:
ƒ Arts, Parks and Recreation Department, Summit Arts and other arts groups,
Metropolitan Community College (MCC) at Longview, City of Lee’s Summit,
Downtown Lee’s Summit Main Street, Lee’s Summit Chamber of Commerce
ƒ Parks and Recreation Department, Downtown Lee’s Summit Main Street, Lee’s
Summit Chamber of Commerce, Summit Arts and other arts groups, MCC at
Longview, exhibitor fees, grants, sponsorships
ƒ Ongoing

Quality of Life KPA
42
Strategy 2:
Utilize the cultural arts identity as an economic and community development strategy.
Rationale:
There is compelling new evidence that the non-profit arts industry successfully attracts visitors, spurs
business development, supports jobs, and generates government revenue.
x Conduct a study on the impact of cultural arts on the economic development in Lee’s
Summit.
x Create the position of a full-time Cultural Arts Coordinator City Staff person as
recommended in the Cultural Arts Plan to assist with oversight, advocacy, action and future
planning.
x Research and establish sources for cultural arts funding.
x Continue to support the Cultural Arts Plan as adopted by the Lee’s Summit Arts Council.
o Implementers:
ƒ City Manager, Lee’s Summit Economic Development Council (LSEDC), Lee’s
Summit Chamber of Commerce, Lee’s Summit Parks and Recreation Department
o Projected Resources Required:
ƒ Truman Heartland Community Foundation, Eastland Community Foundation, City of
Lee’s Summit, user fees, taxes, grants, Parks and Recreation Department, LSEDC
ƒ High priority short term goal (steps 1-2); ongoing (steps 3-4)

Quality of Life KPA
43
Strategy 3:
Work to create a network of successful, sustainable, multidisciplinary cultural art spaces, museums,
performance venues, and cultural districts that reflect the City’s diversity, creativity and history.
Rationale:
Since the 1993 strategic planning session, the residents of Lee’s Summit have consistently requested that
the City strengthen its support of the arts. Lee’s Summit will benefit from a culture of creativity and
innovation, with a foundation in public/private collaboration and community-wide implementation.
x Conduct a Cultural Center Feasibility Study to determine the best approach to increase the
number of quality cultural art venues, with special attention to the need for performance
and exhibition space.
x Considering results of a Cultural Center Feasibility Study, create a Cultural Arts Facilities
Task Force, with special attention to finding a home for the Lee’s Summit Symphony.
x Establish a cultural district downtown and evaluate expanding to define additional cultural
districts throughout the city.
x Working with community partners, search for innovative locations for cultural arts
programs and events.
o Implementers:
ƒ City of Lee’s Summit, Truman Heartland Community Foundation, Eastland
Community Foundation, City Planning Commission, Downtown Lee’s Summit Main
Street, LSEDC, Lee’s Summit Chamber of Commerce, Lee’s Summit school systems,
Arts Council, Lee’s Summit Parks and Recreation Department, churches, Unity
Village, Jackson County Parks and Recreation, John Knox Village, Lee’s Summit
Symphony, Metropolitan Community College (MCC) at Longview, home owners
associations, Lee’s Summit Arts Council.
ƒ Truman Heartland Community Foundation, Eastland Community Foundation, City of
Lee’s Summit, user fees, taxes, grants, Lee’s Summit Parks and Recreation
Department, LSEDC, benefactor to be identified
ƒ Step 1: High priority short term goal; Step 2: 1-2 years (short term) from completion
of step 1; Step 3: Ongoing; Step 4: 1-2 years (mid term) from completion of steps 1-3.

Quality of Life KPA
44
Goal 2:
Establish strategies & action steps that support a positive brand & consistent community image.
Strategy 1:
Determine desired image of Lee’s Summit.
Rationale:
Lee’s Summit needs brand consistency with its vision to define and market the City as the ideal place to
live, learn, work and play.
x Commission and authorize an appropriate group to identify criteria and definition of a
destination city.
x Determine why the most recent branding initiative was not embraced and implement
strategies to ensure success.
o Implementers:
ƒ A cross-sectional group representing, among others, City government, school
systems, citizens, John Knox Village, business leaders, Lee’s Summit Chamber
of Commerce, LSEDC, Downtown Lee’s Summit Main Street and a consultant
or marketing team
ƒ Resources are not yet identified; known costs to include consultant fees,
administrative support, conference facilities and incidentals.
ƒ Short term goal
Strategy 2:
Identify and address multi-generational interests and needs.
Rationale:
Our community should meet the needs of all age groups.
x Survey Lee’s Summit citizens by establishing focus groups, taking inventory of facilities and
current activities already located in Lee’s Summit to determine which interests and needs
are already satisfied and which interests and needs require additional attention.
x Develop and implement programs and opportunities to address the identified gaps.
x Continue to support and enhance desired existing programs and implement new programs
as identified in step two above.
o Implementers:
ƒ A cross-sectional group representing, among others, the school systems, Lee’s
Summit citizens representing all age groups (middle school to senior adults), the
health industry, Lee’s Summit Chamber of Commerce, Downtown Lee’s Summit
Main Street, LSEDC and City government representatives.
ƒ Resources are not yet identified; known costs to include consultant fees, survey
costs, administrative support, conference facilities and incidentals.
Implementation costs to be determined based on results of survey.
ƒ Short term goal

Quality of Life KPA
45
Strategy 3:
Implement and promote the Lee’s Summit brand.
Rationale:
Implementation of the Lee’s Summit brand facilitates economic development, broadens the tax base and
promotes a strong sense of community and civic pride.
x Establish a multi-use facility/Hotel Convention Center and Visitors Bureau to attract
convention business and promote Lee’s Summit as a destination city.
x Implement existing monument signage plan at designated entries into the city.
x Collaborate with the City and State to improve the aesthetics of public thoroughfares,
common ground, green space and private property (including through proactive Codes
Enforcement efforts). If necessary, assist those citizens with demonstrated financial or
physical needs in maintaining and improving the condition of private property, either via
volunteer efforts, public aid or other available means.
x Create and publicize a comprehensive community calendar of events to all citizens,
including information about facilities, activities, attractions, festivals, and volunteer
opportunities in Lee’s Summit.
x Explore feasibility of purchasing land in the downtown corridor, including the church
property at 2nd and Douglas, for the purpose of a possible multi-use facility.
o Implementers:
ƒ A cross-sectional group representing, among others, City government, school
systems, citizens, Lee’s Summit Parks and Recreation Department, Public Works
Department, business leaders, Chamber of Commerce, LSEDC, Downtown Lee’s
Summit Main Street, developers and a consultant or marketing team.
ƒ Mid to long term goal (mid term)

Quality of Life KPA
46
Goal 3:
Establish strategies & action steps that support a diverse community.
Strategy 1:
Identify, educate and implement civic standards for diversity within the community in order to promote
mutual understanding and respect among all social, generational, racial, religious, cultural and ethnic
groups.
Rationale:
Establishing a community environment where all residents have equal opportunities, personal safety, high
levels of citizen responsibility, and character will benefit the entire community of Lee’s Summit. In
addition, offering educational programs will provide individuals with the background and framework on
the benefits to them and the community when they participate and take responsibility in/for their actions
on issues.
x Promote diversity and inclusion through education and community involvement in activities
that provide programs of learning and understanding of issues of diversity and inclusion,
positive relationship building and community history.
x Develop an on-going delivery system to educate the community on important issues and
trends related to diversity which will, in turn, create opportunities to lessen tensions and
promote dignity for all citizens, and respect for all cultures.
o Implementers:
ƒ Create a task force to identify issues of diversity and inclusion and opportunities
for interested citizens to participate in preventing discrimination, bias and hate
crimes.
ƒ Existing Human Relations Commission, school systems, private consultants
ƒ Short term goal

Quality of Life KPA
47
Goal 4:
Establish strategies & action steps that support healthy lifestyles.
Strategy 1:
Continue commitment to park preservation and expansion.
Rationale:
Lee’s Summit residents should have affordable, accessible recreation.
x Encourage developers to dedicate green space in developments or provide funding in lieu of
dedicating land that can be used for the purchase and maintenance of parks and trails.
x Continue to acquire land for the development of parks and trails so that parks are located
within one-half mile of each residence; recreational facilities are more accessible and will
serve all parts of the community; and, a trails system connects the entire community.
o Implementers:
ƒ Create a Recreational Task Force to work with the Planning Commission and
City Council.
ƒ Funding and/or dedication of green space by developers for new park land and
City funding for long-term development and maintenance.
ƒ Step 1: Short term goal; Step 2: Mid term goal
Strategy 2:
Create and promote awareness of community wellness initiatives so that residents increasingly choose
healthy lifestyles.
Rationale:
By becoming more active, residents can reduce their health problems and healthcare costs. By partnering
with several health and wellness organizations, citizens are more likely to utilize programs and
information that could improve their health.
x Encourage private/public partnerships, particularly between healthcare providers, the
Parks and Recreation Department and the insurance industry, to provide healthy lifestyle
programs/education. This might include a universal pass to recreation facilities or a
reduced fee fitness analysis.
x Through this coalition of stakeholders, promote all recreational activities occurring in Lee’s
Summit and available recreational resources, specifically the inter-connected trails system.
o Implementers:
ƒ Create Healthy Lifestyles Task Force which includes representatives from the
recreation, healthcare and insurance areas. This task force could work in
conjunction with the Health and Human Services Advisory Board.
ƒ Availability and willingness of stakeholders to work collaboratively.
ƒ Step 1: Short term, high priority goal; Step 2: Short term goal and ongoing

Quality of Life KPA
48
Strategy 3:
Share a community commitment to environmental sustainability.
Rationale:
Preserving the future of our city is important; therefore, by committing to long term environmental
sustainability, the City of Lee’s Summit will encourage others in the community.
x Create City-wide options for curb-side recycling services.
x Provide incentives for developers and residents to “go green” (building codes, water-saving
landscapes, efficient energy sources, recycling, environmentally safe materials).
x Evaluate and incorporate, when feasible, ‘green’ features in all City facilities such as
alternative energy, low energy light bulbs, use of untreated water for irrigation or fire
hydrants, etc.
o Implementers:
ƒ Expand existing Green Solutions Task Force to include research and
implementation.
ƒ City funding may be required in order to implement recommendations.
o Timeline:
ƒ Step 1 & 2: Short term, high priority goal; Step 3: Ongoing.

49
Transportation
Transportation in Lee’s Summit is a planned, regionally integrated, multi-modal, accessible, and well-maintained
system that facilitates movement about the city and encourages growth and economic
development. This system includes vehicular, bicycle, pedestrian, aeronautical, rail and mass transit
components that provide safe, efficient, and sustainable transportation of people, goods, and services to
and from places where people live, work, worship, shop, play, learn, and seek medical care.
Co-Chairs: James Freeman and Brian Whitley
Nancy Bruns
Scott Coryell
Nancy Dean
Mike Everly
B. Eric Falk
Marlese Gourley
Terry Hedrick
Lynn Hinkle
Tommy Jewitt
Dr. Ed Kraemer
Rob Loethen
Mick Mithelavage
Bill Moehle
Win Nickens
Tim Nydegger
John Read
Garey Reeves
Gary Schults
Hinton Shockley
Mary Shockley
Bill Simpson
Ken Stremming
Joe Willerth
Dan Wiltshire
Bob Zajic

Transportation KPA
50
Goal 1: Airport
Determine if expansion of the Lee’s Summit Municipal Airport (Airport) will provide desirable economic
development and growth for Lee’s Summit with net positive benefits to the community overall.
Rationale:
Enacting the top priority of Lee’s Summit Municipal Airport Business Plan could attract new businesses
to the area and increase the safety of users and surrounding residents. As there is no other convenient
airport for corporate usage in Eastern Jackson County, this expansion could increase the use of the
Airport, thus increasing fuel sales which in turn may improve the long term economic viability of the
Airport. As such, and after considering all relevant factors, determination should be made as to whether
expansion of the Airport would provide a net positive benefit to the community and should be pursued.
Strategy 1:
If the Lee’s Summit Municipal Airport Business Plan supports expansion and is approved by City Council,
increase political and popular support for expanding use of the Airport area.
x Await formal presentation of Lee’s Summit Municipal Airport Business Plan to City Council.
o Implementer:
ƒ Reviewed by City Council, Board of Aeronautic Commissioners (BOAC),
Transportation KPA
ƒ Already funded
ƒ The plan was presented to the Finance and Personnel Committee on May 26,
2009 where it was referred to City Council for full consideration. It is tentatively
scheduled to be presented to City Council in September, 2009.
x Distribute summary of findings and report to media and public
o Implementer:
ƒ City Staff, Lee’s Summit Chamber of Commerce, Lee’s Summit Economic
Development Council (LSEDC)
ƒ Include in City Scope, website, other media outlets
ƒ Currently in progress
Strategy 2:
If the Lee’s Summit Municipal Airport Business Plan supports expansion of the Airport area, increase
business opportunities and fuel sales so operational revenues match or exceed operational expenses.
x Increase business development opportunities through promotion of Airport.
o Implementer:
ƒ City Council, Lee’s Summit Chamber of Commerce, LSEDC
ƒ Advertising funds to bring new aeronautical businesses to Lee’s Summit with
sources to be identified by implementation committee and City Staff.
ƒ 7 months (short term) from start of approved expansion.

Transportation KPA
51
Strategy 3:
If the Lee’s Summit Municipal Airport Business Plan supports expansion, encourage City Council to
make a decision in accordance with the plan on expansion of the runway 1,300 feet for safety, noise
reduction, and operation of corporate jets.
x Facilitate community discussion of Airport utilization.
x Make determination by City Council, with input from citizens, on expansion of the Airport.
x If Lee’s Summit Municipal Airport Business Plan is favorable to expansion and approved,
identify possible local, state and federal funding sources to lengthen runway, and take steps
necessary to obtain resources.
o Implementer:
ƒ City Council, Lee’s Summit Chamber of Commerce, LSEDC
ƒ None
x As resources are made available, proceed with actual lengthening of runway (resulting in
increased fuel sales).
o Implementer:
ƒ City Council, Public Works Department
ƒ 5% City funding match to 95% federal match; engineering study already funded
and complete
ƒ Completion after 18 months (long term) from start of approved project.
Suggested Measures of Success (to be refined by Implementation Committee):
x Increase north/south runway by 1,300 feet for safety and operation of corporate jets.
x Increased jet fuel sales to balance Airport operation budget.
x Increased number of businesses in Lee’s Summit Airport area and community in general due to
improved Airport increasing tax base.
x Decreased noise profile due to extension of runway.1
1 see McComas – Lee’s Summit Municipal Airport Environmental Assessment; Exhibits I, J, K

Final_LS360_Report_8_6_09

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